Global strategies of European firms

In this research four internationally operating business units of European multinational corporations are studied from a global strategy content perspective. In opposition to large parts of the existing global strategy literature, the observed pattern of strategic behavior exclusively related to neither prevailing generic strategies nor to any of the different content-oriented approaches to global strategy. Based on the empirical evidence, a taxonomy of four types of global strategies is identified. The taxonomy proposes to distinguish global strategies along two key dimensions: internal source of competitive advantage generation (upstream, downstream) and external focus of competitive advantage exploitation (country centered, country transcending).     

Regional economic integration and multinational firm strategies

This paper analyzes the effects of regional economic integrations on investment patterns among multinational firms. We develop a model in which heterogeneous firms decide on the optimal foreign direct investment (FDI) strategies for serving trade-integrated regions consisting of asymmetric countries: developed and developing nations. Following reduced trade costs within the trade-integrated region, our model shows that integrating into a regional economic zone affects firms with relatively low productivity levels to enter developing nation within the region via complex FDI – a firm activity of engaging in multiple types of FDI. Specifically, we show that depending on the size of the region respective to the home country, complex FDI involves different investment patterns. Using Korean firm- and plant-level data, we specify a binary choice model to link firms’ choice of FDI strategies with their productivity levels and trade-integrated regions. Our empirical results are consistent with the theoretical implications.     

The strategies of small and large international specialists

Falling trade barriers and corporate restructuring are resulting in the creation of international specialists, firms that focus on one line of business but with an international scope. International specialists compose the growing middle ground between diversified multinational companies and local firms. This study of 41 firms identifies two types—large and small international specialists—that differ substantially in their governance structures, resources, functional strategy, and approach to international markets.Large international specialists have abundant resources and high growth expectations, make a concerted push to dominate worldwide markets, and increase their reach over multiple stages of their industry. Small international specialists do not have strong growth motivations. They are upstream players that outsource extensively, serve intermediate users, and enter international markets selectively in ways that conserve their limited resources.Managers should consider the strategic option of becoming an international specialist in addition to the known strategic alternatives of being a domestic or a diversified multinational firm. To become international specialists, strategists need to implement several, consistent actions across functions that reinforce one another.     

European integration and international co-operation in exchange rate policy

The debate about monetary integration within Europe often distracts attention from the Community's external relations.¹ In the field of monetary and exchange rate policy, however, thought is being given to ways in which countries could co-operate more efficiently at the world level.² How should these ideas be assessed, and what are their chances of success?     

The role of foreign affiliate productivity in the integration strategies of multinational firms

We study the role of foreign affiliate productivity in the operations of multinational firms. We use the panel data of Multinational Corporations (MNCs) headquartered in South Korea during 2006–2013 and exploit the significant variation in affiliate productivity and its operation. With other variables held constant, including the parent firm or affiliate fixed effects, we find that a more (less) productive affiliate exports less (more) to the parent and sells more (less) to other unaffiliated entities. We then provide a possible theoretical scenario that is based on the MNC's optimal integration strategy literature. By allowing foreign affiliates to have varying productivity levels, the model bears predictions consistent with the empirical findings.     

Board‐level ethics committees in large European firms

After the approval of a code of ethics, the creation of a permanent board‐level ethics committee is the next step in the institutionalization of business ethics. This study explores how the board's structure and demographic characteristics explain the decision to form an ethics committee. The analysis is based on the constituents of the Standard and Poor's Europe 350 index. Consistent with our hypotheses, we find that ethics committees are more likely to be found in firms with a lower presence of executive directors and of directors holding MBA degrees. However, we also observe that boards chaired by executive directors seem to favor the creation of an ethics committee. Additionally, as we had anticipated, firms with stronger agency conflicts seem to be more willing to create committees. The analysis conducted with segmented samples reveals that the model has greater explanatory power when applied to firms from common‐law and French civil‐law countries than when applied to firms from the German–Scandinavian civil‐law area. Finally, our results indicate that a firm's country of origin is a more influential factor in explaining the decision to create an ethics committee than the industry to which it belongs or even the magnitude of its agency conflicts.     

Coordinating manufacturing and marketing in international firms

In this article, the authors argue that manufacturing experiences much of the turbulence and conflict imposed by the dynamic global marketplace through its relationship with marketing, because marketing is usually responsible for introducing changing competitive priorities and demand patterns to the organization. Through a survey of manufacturing and marketing managers within international firms, the authors develop a profile of manufacturing-marketing conflicts experienced in each of four international strategy environments: export, multidomestic, global, and transnational. As international strategies became more complex, firms made use of more techniques for coordinating between marketing and manufacturing, with more use of decentralized and informal approaches. Coordinating techniques included individual MBO-reward systems, joint task forces for problem-solving, and direct involvement of manufacturing and marketing in establishing the competitive priorities of the firm.     

Multinational activity of European firms and heterogeneity

This paper offers an empirical assessment of the multinational activity of European firms. It takes the predictions of models of firm heterogeneity and FDI activity as a reference to explore the characteristics of multinational firms from 30 European countries. We use a data set, based on ORBIS, which links information of parent–affiliate pairs of firms. Our results show that more productive firms have greater multinational activity in terms of both scope, the number of foreign markets where they invest, and scale, the volume of local sales by subsidiaries active in foreign markets. The estimation of gravity equations shows that country characteristics that encourage multinational activity successively induce the entry of less productive parent firms. We confirm this asymmetry for the GDPs of the home and host countries, distance, contiguity and other standard gravity equation variables.     

Does international experience help firms to be green? A knowledge-based view of how international experience and organisational learning influence proactive environmental strategies

Early research on environmental strategy in international firms focused predominantly on direct investment as an expansion strategy for multinationals. However, we know relatively little from a strategic management perspective about exporting, which is the most prevalent form of international expansion. For this reason, we examine whether the knowledge that export firms acquire abroad influences their environmental strategies. Using a sample of export firms from the food industry, we show that the number of years spent in developing export activities does not contribute to developing a proactive environmental strategy; however, a more complex experience of environmental international diversification is positively related to a firm's proactive environmental strategy. Finally, organisational learning capability moderates the positive relationship between environmental international diversification and environmental proactivity.     

Western European integration and Eastern European transformation

The process of EU integration has intensified in the 1980s and early 1990s. The desire of a number of central and eastern European countries to join the EU is often seen as a threat to the continuation of this process. How wide should the radius of EU enlargement be? Which forms of integration would be appropriate between the EU and different subsets of ex-CMEA countries?     

Channel integration and profit sharing in the dynamics of multi-channel firms

With the rapid development of e-commerce, many brick and mortar firms are increasingly creating e-commerce channels that operate quite independently from existing physical channels, which lead to intensive channel conflicts. Channel integration with profit sharing can effectively eliminate channel conflicts and improve channel coordination for these multi-channel firms. In this study, we focus on the strategic role played by channel integration with profit sharing in the online-traditional channel competition. We use a game theoretic approach to investigate this issue. We compare non-integrated channel profits with integrated channel profits to show that both the online and traditional channels always benefit from a channel integration strategy by capturing some portion of the incremental profit gains generated by an integrated channel. We utilize a profit bargaining model to implement profit sharing for the online and traditional channels to achieve their channel integration. Based on our results, optimal marketing strategies are derived.     

A taxonomy of small- and medium-sized international family firms

This study develops a taxonomy of small- and medium-sized family firms that internationalise and discusses the different configurations of these firms based on firm culture (in terms of organisational orientations), firm strategy (in terms of differentiation, cost leadership and marketing standardisation) and firm structure (in terms of integration, centralisation and specialisation). Although the literature on international family firms has highlighted the significant role of organisational culture in firm internationalisation, the strategies and structures of international family firms and their consequences for performance have been disregarded. To examine the interplay of international family firm culture, strategy and structure, we employ a quantitative taxonomic approach that is rooted in configurational theory, analysing 504 Germany-based small- and medium-sized family firms. Different combinations of strategy, structure and culture result in different configurations of family firms and different levels of non-domestic performance. In considering these configurations, we aim to determine which combinations of strategies, structures and firm orientations are primarily applied by international family firms and whether these organisational configurations are successful. Our empirical findings suggest that there are four groups of firms: Domestic-Focussed Traditionalists, Global Standardisers, Multinational Adapters and Transnational Entrepreneurs. These configurations are clearly distinctive in terms of their structure, orientations and performance but differ less in terms of their strategies. Superior international (i.e. non-domestic) performance tends to be driven by a decentralised entrepreneurial approach.     

Performance of international joint ventures in Turkey: perspectives of Western firms and Turkish firms

This study compares responses from Western partner firms and local partner firms from a sample of international joint ventures (IJVs) in Turkey, in order to analyse the performance of IJVs on a range of topics including overall performance, the relative importance of performance criteria, and actual performance in terms of various dimensions of expected performance. The results of the hypotheses tests indicate that while both groups of partner firms are equally satisfied in terms of overall IJV performance, Turkish partner firms are more satisfied than Western partner firms regarding comparison with home country operations and host country competitors. The study also finds that the relative importance of IJV performance criteria varies to a moderate extent between Western and Turkish partner firms, and that both groups of partner firms evaluate IJV performance equally favourably across most underlying dimensions of IJV performance.     

Financial integration and international risk sharing

Conventional wisdom suggests that financial liberalization can help countries insure against idiosyncratic risk. There is little evidence, however, that countries have increased risk sharing despite widespread financial liberalization. We show that the key to understanding this puzzling observation is that conventional wisdom assumes frictionless international financial markets, while actual markets are far from frictionless: financial contracts are incomplete and contract enforceability is limited. When countries remove official capital controls, default risk is still present as an implicit barrier to capital flows. If default risk were eliminated, capital flows would be six times greater, and international risk sharing would increase substantially.     

Economic integration agreements and the margins of international trade

One of the main policy sources of trade–cost changes is the formation of an economic integration agreement (EIA), which potentially affects an importing country's welfare. This paper: (i) provides the first evidence using gravity equations of both intensive and extensive (goods) margins being affected by EIAs employing a panel data set with a large number of country pairs, product categories, and EIAs from 1962 to 2000; (ii) provides the first evidence of the differential (partial) effects of various “types” of EIAs on these intensive and extensive margins of trade; and (iii) finds a novel differential “timing” of the two margins' (partial) effects with intensive-margin effects occurring sooner than extensive-margin effects, consistent with recent theoretical predictions. The results are robust to correcting for potential sample-selection, firm-heterogeneity, and reverse causality biases.     

Network complementaries in the international expansion of emerging market firms

Can domestic political capital be transferable to more or less similar institutional contexts abroad? Motivated by contradictory results in two streams of research, this study seeks to combine the insights from two theoretical arguments and conceptualize the role of domestic political ties in international expansion as a dual problem of securing key resources from home governments and looking for opportunities in foreign markets and matching resources to capture them. We adopt the notion of network complementarity to examine the complementarity effect of domestic political ties and foreign ties on international expansion. The implication is that EMNE research that concentrates on either looking for foreign opportunities or securing domestic resources, but not both, is likely to be incomplete when international expansion is being studied. Using a longitudinal panel dataset of Chinese international new ventures expanding to 105 foreign markets, we find a positive interactive effect of domestic political ties and foreign ties on Chinese MNEs’ internationalization. This positive interactive effect on internationalization is found to be stronger for expanding to developing host markets than to developed host markets. We discuss the implications of these findings for research on domestic political ties, the international expansion literature, the network complementarity literature, and the international entrepreneurship literature.     

Knowledge-exchange strategies between KIBS firms and their clients

Based on a survey of 1124 knowledge-intensive business services (KIBS) firms, this paper explores the extent and determinants of knowledge exchange between KIBS and their clients. An ordered logistic regression was estimated. The results show that the propensity of KIBS firms to rely more on a commoditization strategy and less on a personalization strategy increases with the variety of research sources of information, the number of knowledge employees, the variety of knowledge management practices, the firm's size, the business age, and being a KIBS firm operating in a technology-based industry rather than a traditional professional industry, while it decreases with R&D investments, the variety of advanced technologies, and the strength of ties.     

Institutions and the location strategies of South African firms in Africa

This study explores the influence of institutions on the location strategies of firms in Africa. Specifically, the research examines the effect of governance infrastructure, a country's overall public institutions and policies, on the expansion strategies of three South African firms as they entered selected African countries between 1996 and 2015. These firms include SABMiller, MTN, and Massmart. The study makes use of structured interviews with senior directors of the three firms, mini case studies, and the World Bank's Worldwide Global Governance Indicators, in an effort to understand the impact of institutions, or lack thereof, on these companies’ location choices. Results suggest that by and large, the quality of formal institutions did not have a direct effect on the location decisions of the three firms in this study, and that these firms found ways to mitigate the so‐called institutional voids.